CRM system implementation and firm

performance: the role of consultant facilitation

and user involvement
Samppa Suoniemi
Department of Marketing and IB, Turku School of Economics, University of Turku, Turku, Finland
Alex Zablah
Haslam College of Business, University of Tennessee, Knoxville, Tennessee, USA
Harri Terho and Rami Olkkonen
Department of Marketing and IB, Turku School of Economics, University of Turku, Turku, Finland
Detmar Straub
Fox School of Business and Management, Temple University, Philadelphia, Pennsylvania, USA, and
Hannu Makkonen
School of Marketing and Communication, University of Vaasa, Vaasa, Finland

Abstract
Purpose – The current research aims to answer the following question: To what extent and under what conditions does hiring consultants to
implement a customer relationship management (CRM) system produce performance gains for companies? To answer this question, this research
delves into the critical interdependent roles of CRM consultant resources (CR) and user involvement (UI) in overcoming CRM’s technological and
organizational implementation challenges.
Design/methodology/approach – A quantitative field study methodology was used to empirically test the research hypotheses. Cross-sectional
data (N = 126) were collected from large client companies using CRM technology. Partial least squares-structural equation modeling was used to
estimate the significance levels of the structural model.
Findings – The findings indicate that the extent to which CRM consultants improve CRM system quality (SQ) and, ultimately, firm performance,
largely depends on UI, which acts as the key facilitating mechanism to cope with application complexity (APP) and requirements uncertainty (REQ).
Originality/value – This research probes into the largely unexplored interactions between CRM CR, UI, APP and REQ. Using these parameters, this
model successfully predicts CRM SQ and firm performance.
Keywords customer relationship management (CRM) system, consultant resources, user involvement, CRM system quality, firm performance
Paper type Research paper

Introduction for the prevalence of failed CRM initiatives (Chen and Popovich,
2003; Fjermestad and Romano, 2003). However, CRM systems
Customer relationship management (CRM) is a specialized must provide a transparent view of all customer data from the
technology that enables firms to capture, store, access, share and front- and back-office data sources to coordinate cross-functional
analyze large quantities of customer data. The potential benefits of customer processes where interdependencies exist between users
using CRM systems include higher customer loyalty, improved and business functions (Jones et al., 2002; Speier and Venkatesh,
marketing effectiveness, better customer service and support and
2002). CRM systems are therefore inherently cross-functional and
lower costs through improved efficiency (Cao and Tian, 2020;
user-intensive, suggesting that consultants must simultaneously
Migdadi, 2021; Mithas et al., 2005). Despite CRM technology’s
work: to integrate CRM with other enterprise systems and
continued growth and development, CRM initiatives often fail to
technologies (such as social media applications, marketing
meet expectations (Chang et al., 2010; Reimann et al., 2010; see
also Chen et al., 2020; CSO Insight, 2018; Ekman et al., 2015). As
external CRM consultants typically play a large role in designing © Samppa Suoniemi, Alex Zablah, Harri Terho, Rami Olkkonen,
and leading implementations, they bear at least some responsibility Detmar Straub and Hannu Makkonen. Published by Emerald Publishing
Limited. This article is published under the Creative Commons
Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute,
The current issue and full text archive of this journal is available on Emerald translate and create derivative works of this article (for both commercial
Insight at: https://www.emerald.com/insight/0885-8624.htm and non-commercial purposes), subject to full attribution to the original
publication and authors. The full terms of this licence maybe seen at http://
creativecommons.org/licences/by/4.0/legalcode
Journal of Business & Industrial Marketing
37/13 (2022) 19–32 Received 10 August 2021
Emerald Publishing Limited [ISSN 0885-8624] Revised 3 December 2021
[DOI 10.1108/JBIM-08-2021-0380] Accepted 9 December 2021

19
 CRM system implementation Journal of Business & Industrial Marketing
Samppa Suoniemi et al. Volume 37 · Number 13 · 2022 · 19–32

automation technologies, as well as artificial intelligence and big McFarlan, 1981; Nidumolu, 1995; Zmud, 1980). The research
data and, more generally, knowledge management systems) to framework that guides our inquiry appears below in Figure 1.
access all customer data (technological implementation) and to The following sections define the constructs and discuss the
modify CRM system design to address the requirements of theories to articulate the hypotheses.
different users and user groups (organizational implementation)
(Becker et al., 2009; Chen and Popovich, 2003; Ghazaleh and Customer relationship management consultant
Abdelrahim, 2020; Matthyssens and Johnston, 2006; Migdadi, resources and their direct impact on customer
2021; Moore et al., 2015; Wilson et al., 2002). relationship management system quality
Given the diversity of functions and individuals that CRM Because of the specialized technology embedded in modern
systems must serve, the current research attempts to answer the CRM software packages, CRM consultants are required to
following question: To what extent and under what conditions carry out large-scale CRM projects that almost always involve a
does hiring CRM consultants to implement a CRM system yield great deal of system customization and integration work. As
firm performance gains? To answer this question, this paper alluded to earlier, CRM CR refer to the experience and
examines the critical interdependent roles of CRM consultant competence of external CRM consultants to deliver a
resources (CR) and user involvement (UI) in overcoming technological CRM solution that meets client requirements
CRM’s technological and organizational implementation (Fjermestad and Romano, 2003; Zablah et al., 2004a). Drawing
challenges. Grounded in these theoretical and empirical bases, on the IT innovation and IT risk literatures, the direct output of
we model the intricate interplay between CRM CR and UI, as CRM consultant efforts is CRM SQ, that is, the effectiveness of
they interact to enhance CRM system quality (SQ) across a CRM application to support an organization’s customer-
projects that vary in terms of the risk they pose to consultants, focused processes (Barki et al., 2001; Wallace et al., 2004).
client firms and their customers. This risk varies, we propose To implement and achieve superior CRM SQ, CRM
because of either the complexity of the application being installed consultants carry out the technological integration of the CRM
or uncertainty regarding user requirements. The findings indicate application into the firm’s overall IT architecture. The
that the extent to which CRM consultants improve CRM SQ technological integration of CRM with other enterprise
and, ultimately, firm performance, largely depends on UI, which information systems (IS) often proves difficult because of
acts as the key facilitating mechanism to cope with application application silos, thus highlighting the key role of consultants in
complexity (APP) and requirements uncertainty (REQ). boundary spanning (Chen and Popovich, 2003; Wilson et al.,
Our research makes a major contribution by probing into the
2002). In addition, CRM CR are responsible for meeting
largely unexplored interactions between IT innovation factors,
CRM’s criteria for real-time functionality and system downtime.
CR, and UI, and IT risk factors, APP and REQ (Fichman,
Equally importantly, CRM consultants are responsible for
2004; Gemino et al., 2008; Karimi et al., 2007a; Wallace et al.,
understanding the client firm’s needs and, accordingly, for
2004). The relationships between these long-established IT
carrying out modifications to the system. The firm-wide scope
implementation factors were tested in the CRM context. In so
of CRM’s intended end users entails that a diverse set of user
doing, we contribute to extant CRM research and practice by
requirements must be met, underscoring the critical role of
improving our understanding of the largely unexplored role of
CRM consultants in developing effective CRM solutions to
CRM consultants as drivers of technology success.
business problems. CR must thus carry out the crucial task of
needs and requirements analyses as a relatively sure guide to
Theoretical framework and hypotheses system design; they also need to identify system attributes that
In framing our investigation, we build on CRM system are likely to engender resistance among business users
implementation research in marketing (Chen and Popovich, (Fjermestad and Romano, 2003). In addition, these
2003; Fjermestad and Romano, 2003) and on factor-based IT requirements may change frequently in the case of CRM users,
innovation research (Cooper and Zmud, 1990; Fichman, 2004; thus highlighting the role that consultants play in enhancing
Klein and Sorra, 1996) and IT risk studies (Barki et al., 1993; CRM SQ (Ramachandran and Gopal, 2010).

Figure 1 Research model

Application Requirements Control Variables

Complexity Relative Project Size
Uncertainty Firm size
User Involvement
Time since system rollout
Industry
H2 H3
H5

CRM Consultant CRM System Firm Performance

Resources H1 Quality H6

Unhypothesized Paths
User Involvement
Application Complexity
Requirements Uncertainty

20
 CRM system implementation Journal of Business & Industrial Marketing
Samppa Suoniemi et al. Volume 37 · Number 13 · 2022 · 19–32

A high-quality CRM system is dependable, does not suffer H3. Requirements uncertainty (REQ) negatively moderates
significant downtime because of extensive maintenance issues the relationship between CRM consultant resources
and can provide users with on-demand access to necessary (CR) and CRM system quality (SQ), such that this
customer information right when it is needed. Sufficient and relationship becomes weaker as requirements
expert CRM CR decrease the risk of unexpected technical and uncertainty (REQ) increases.
organizational problems that negatively affect CRM project
outcomes (McFarlan, 1981; Nidumolu, 1995; Ramachandran In sum, we expect that the positive relationship between CRM
and Gopal, 2010; Zmud, 1980). Altogether, we hypothesize consultants and SQ will weaken as application complexity and
that: REQ go up because the risk of failure is higher under such
circumstances (Barki et al., 1993; McFarlan, 1981).
H1. CRM consultant resources (CR) will have a positive
Three-way moderating effects of user involvement
effect on CRM system quality (SQ).
UI has long been recognized as a key antecedent of IT
implementation success (Barki and Hartwick, 1989; Boynton
Two-way moderating effects of application complexity and requirements et al., 1994; Franz and Robey, 1986). UI is defined here as both
uncertainty user engagement with and actual participation in the CRM
APP refers to the technological risks associated with the implementation project (Barki and Hartwick, 1989; Boynton
complexity of the CRM application with regard to the et al., 1994). UI entails various activities related to system
integration of the CRM technology into the organizational design that end users participate in as well as the psychological
environment (Gemino et al., 2008; Zmud, 1980). As the
commitment of the users to the CRM project. Because CRM
implementation progresses, APP can conceivably grow because
systems are cross-functional and user-intensive, UI could well
of emergent knowledge about the difficulties of integration.
be the critical factor in driving CRM technology performance
REQ, in turn, refers to the risk of not properly specifying the
(Chen and Popovich, 2003; Fjermestad and Romano, 2003).
requirements of the end users who will be using the CRM
We argue next that UI acts as a facilitating condition for CRM
system (Barki et al., 1993; Nidumolu, 1995). Building on prior
consultants to overcome the risks associated with high APP.
IS risk studies that have examined the direct negative impacts
Specifically, we hypothesize that UI will further reinforce the
of risk factors, such as APP and REQ, on CRM SQ (Barki et al.,
negative moderating effect of APP on the relationship between
1993, 2001; Gemino et al., 2008; Wallace et al., 2004), we
CRM consultants and CRM SQ. In CRM projects with high
expect that APP and REQ will negatively interact with the
APP, too much UI overloads the ability of CRM consultants
relationship between CRM CR and the CRM SQ. We expect
to carry out technological integration work. For example, CRM
that APP will have a negative moderating effect on the
consultants can certainly make superior modifications to the
relationship between CRM consulting resources and CRM SQ.
CRM software by receiving user input and feedback on system
CR are a scarce resource, and when applications grow in
usability and functionality to find problems that can be fixed
complexity, the ability of consultants to integrate systems
early in the design process (Fjermestad and Romano, 2003;
and create high-quality systems decreases. In short, the more
Karimi et al., 2007b; Zablah et al., 2004a). However, as UI
complex the system is, the lower the chance is that consultants
increases, the complexity of the implementation effort will also
will be able to successfully integrate and implement that
be elevated and the ability of consultants to process excessive
system. Lacking sufficient consulting resources, such as
user input will be hamstrung. With the limited involvement of
experienced consultants, to carry out challenging integration
different user departments, data ownership issues may also be
work, the CRM application is not likely to meet the client firm’s
readily solved, allowing CRM consultants to gain easier access
expectations in terms of SQ (Chen and Popovich, 2003; Wilson
to the databases and enterprise applications that are necessary
et al., 2002). In contrast, in CRM projects with low APP, the
for CRM’s technological integration (Chen and Popovich,
value-added of consultants is likely to be higher. Therefore:
2003; Wilson et al., 2002). However, as the number of users
H2. Application complexity (APP) negatively moderates the involved jumps up, communication with end users does not
relationship between CRM consultant resources (CR) reinforce consultants’ understanding of the client firm’s
and CRM system quality (SQ), such that this business, thereby affecting the work related to identifying the
relationship becomes weaker as application complexity number of required links between databases and applications
increases. and automating business processes (Wallace et al., 2004).
In sum, we posit that the positive effect of CRM CR on CRM
We similarly anticipate that REQ will have a negative SQ will depend on the degree of APP the consultants must
moderating effect on the relationship between CRM overcome in any given CRM project. We further anticipate that
consultants and CRM SQ. When the CRM project involves the ability of CRM consultants to successfully address these
high REQ, the customization work on the CRM software risks will be worsened by the presence of UI. Hence:
becomes more demanding than in user environments with
more manageable needs and expectations, that is, when it is less H4. There is a three-way interaction effect of CRM
demanding for the consultants. CRM consultants thus play a consultant resources (CR), application complexity
more critical role in delivering high-quality CRM systems when (APP) and user involvement (UI) on CRM system
the requirements are properly specified than when they are not quality (SQ), such that the weakening effect of APP (i.e.
(Chen and Popovich, 2003; Fjermestad and Romano, 2003; negative moderation) on the CR–SQ relationship
Speier and Venkatesh, 2002). Hence: becomes stronger when UI is high and weaker when UI

21
 CRM system implementation Journal of Business & Industrial Marketing
Samppa Suoniemi et al. Volume 37 · Number 13 · 2022 · 19–32

is low (i.e. the overall interaction will have a negative relationships, and thus, they are important predictors of firm
sign). performance (Jayachandran et al., 2005; Mithas et al., 2005;
Reinartz et al., 2004); that is, relative financial performance in
Furthermore, we hypothesize that user involvement works terms of asset utilization with an accounting-based return-on-
against the negative moderating effect of REQ on the assets (ROA) measure (Tanriverdi and Venkatraman, 2005;
relationship between CRM consultants and CRM SQ. Because Venkatraman and Ramanujam, 1986).
the REQ of CRM end users varies considerably based on Consequently, we expect that CRM SQ will contribute to
department, job position and usage domain, this diversity firm performance by facilitating firm relationship-building
accentuates the need to know them and the tasks that they activities. This expectation is formally expressed in H6:
perform, much more so than in the case of other enterprise
systems (Fjermestad and Romano, 2003). In CRM projects H6. CRM system quality (SQ) will have a positive effect on
with high REQ, CRM consultants without UI are less likely to firm performance (FP).
carry out effective requirements analyses and subsequent
successful system configuration. UI is even more important in Unhypothesized direct paths and control variables
the case of CRM because the communication between
Prior IT risk research has found that the moderating constructs
technical experts and front-office users is often problematic
in our model – UI, APP and REQ – can also have direct effects
(Wilson et al., 2002). For this reason, frontline employees often
on SQ (Barki et al., 1993, 2001; Gemino et al., 2008;
prefer deeper, face-to-face involvement in the system design
Nidumolu, 1995). To retain parsimony, we examine these
process that may also lead to better end-user approval of CRM
constructs but do not hypothesize them as part of our
when their requests are configured into the system (Fjermestad
conceptual model (Figure 1).
and Romano, 2003; Wilson et al., 2002). Thus, we anticipate
CRM projects also differ in terms of relative project size than
that CRM consultants will be less effective in driving CRM SQ
prior IT implementations carried out by the firm. The scale of
when REQ is high. However, this negative effect is expected to
CRM projects may thus have a direct negative impact on CRM
be lessened when end users are involved because they help to
SQ, a factor that is controlled for in this study (Gemino et al.,
offset how external consultants can deal with these risks. Thus:
2008; Wallace et al., 2004). Larger firms/strategic business
H5. There is a three-way interaction effect of CRM units (SBUs) often have access to more slack financial
consultant resources (CR), requirements uncertainty resources to invest in CRM systems, which may result in
(REQ), and user involvement (UI) on CRM system different implementation outcomes. Firm size has been studied
quality (SQ), such that the weakening effect of REQ (i.e. in related work (Mithas et al., 2005; Barki et al., 1993), and we
negative moderation) on the CR–SQ relationship therefore control for firm/SBU size. Time since system rollout
becomes weaker when UI is high and stronger when UI is also controlled for because financial returns from IT systems
is low (i.e. the overall interaction will have a positive may be appropriated over time through learning and
sign). optimization (Aral and Weill, 2007; Hendricks et al., 2007; Hitt
et al., 2002; Karimi et al., 2007a). Finally, the industry may
Customer relationship management system quality and its impact have an impact on CRM outcomes and is therefore included in
on firm performance the study (Becker et al., 2009; Mithas et al., 2005; Reinartz
IT innovation research posits that the performance et al., 2004) (Figure 1 (control variables box)).
implications of completed IT applications should be examined
in terms of their adoption by end users or their impact on Methodology
individual or organizational performance (Cooper and Zmud, Matched design field study
1990; Fichman, 2004; Klein et al., 2001). Prior research We used a quantitative field study methodology to empirically
suggests that the financial returns gained from CRM tools will test our hypotheses. For the exogenous variables and one
depend on the extent to which the CRM system can endogenous variable, we administered a questionnaire; for
efficaciously support the diverse needs of dissimilar end users as the firm performance dependent variable (DV), archival data
they execute a myriad of marketing, sales and service processes were used. The unit of analysis was either the SBU or the firm
(Fjermestad and Romano, 2003; Hunter and Perreault, 2007; (if no distinct business units existed). We collected cross-
Zablah et al., 2004b). To illustrate, Jayachandran et al. (2005) sectional data from client firms based in Finland who are users
argue that CRM systems can improve customer-focused of CRM technology, excluding small businesses (less than 250
processes by enabling firms’ ability to:
employees). Small businesses were excluded to study large-

engage in two-way exchanges with customers;
scale CRM projects with sufficient complexity, which

capture large amounts of relevant customer information;
necessitates the customization and integration of the purchased

integrate customer data from different sources and across
software by outside consultants.
business functions; and
Our research instrument was based on measures from the

provide end users with on-demand access to customer
existing literature (Appendix 1), and it was instrumented on a
information needed for strategic and tactical (during
seven-point Likert scale. The questionnaire was backward and
“live” interactions at the customer interface) decision-
forward translated by bilingual native speakers to establish
making.
translation accuracy. The Finnish questionnaire was also pre-
Each of these CRM system-enabled customer processes plays a tested with nine experts (C-level IT executives) from different
crucial role in developing and retaining profitable customer industries (manufacturing, IT and media, professional services

22
 CRM system implementation Journal of Business & Industrial Marketing
Samppa Suoniemi et al. Volume 37 · Number 13 · 2022 · 19–32

and construction) to ensure content validity. No modifications model (Anderson and Gerbing, 1988). Partial least squares
were necessary. Because our study investigates how IT (PLS) structural equation modeling was used (Smart-PLS 3.0;
implementation constructs influence firm performance, our Ringle et al., 2015) to estimate the significance levels of the
research design used a second form of data collection that structural model with 5,000 resample bootstraps (Hair et al.,
enabled us to match IT management responses against archival 2013).
financial data.
Measurement model
Measures and data collection We assessed the measurement model using 126 responses
The data were sampled from IT executives using an online collected from IT management. Reflectively measured
survey instrument. This served as the final sample of SBUs constructs were assessed in terms of item-level
for which archival financial data were collected. Specifically, reliability, construct reliability and convergent and
the questionnaire was sent to executives in 526 firms. discriminant validity (Appendix 1 and 2). The results reveal
Respondent competency was controlled via two separate that all item loadings, composite reliability and average
questions in the questionnaire (Kumar et al., 1993). After two variance extracted exceed the reliability and discriminant
follow-up rounds, complete questionnaires were received validity criteria (Fornell and Larcker, 1981; Hair et al., 2013).
from 189 SBUs. After screening the survey data to eliminate The measurement model was tested further by evaluating inter-
responses with low respondent competency or a high number item and item-to-construct correlation matrices following a
of missing values, the final sample from the first phase of data modified multitrait-multimethod analysis (Campbell and
collection resulted in 168 usable responses. From there, we Fiske, 1959; Loch et al., 2003), which revealed satisfactory
were able to collect ROA data for 126 firms from the Orbis results in terms of convergent and discriminant validity. In
database. We calculated the average ROA for a three-year sum, all measures passed the measurement model validation
period that included the year of the primary data collection as criteria.
the base and the following two years to account for lagged
effects and to minimize the impact of any short-term
Structural model
unobserved events (Morgan et al., 2009). ROA is a
Results overview
standardized metric that is not itself subject to firm size
The results of hypothesis testing and the structural path
effects. This procedure left 126 paired data points with a
estimates (standardized effects), latent variable correlations
satisfactory response rate (24%) similar to other comparable
and descriptive statistics are illustrated in Table 1 and Figure 2.
studies.
Table 1 and Figure 2 show that H1 received empirical support
The data set was checked for non-response biases by
(0.34, p < 0.01), indicating that CRM consultants positively
screening for possible differences in terms of industry and
influence CRM SQ. The simple moderation hypotheses, H2
between early and late responders (Armstrong and Overton,
and H3, received mixed support. APP has a positive
1977), respectively. We analyzed the SBU sample’s
representativeness of CRM systems used in Finland by moderating effect (0.28, p < 0.01); that is, an opposite sign
manually screening the usable responses to eliminate more from that hypothesized on the relationship between CRM
than one SBU representing any single parent firm. After this consultants and CRM SQ. Thus, H2 is significant but not
screening process, we identified 152 out of 168 usable cases supported. REQ, however, has a significant negative
to assess sample representativeness. We compared the interaction (0.21, p < 0.05) with CRM CR to predict CRM
number of responses with population estimates for seven system quality. Therefore, H3 is supported.
industries with available information. The findings ( x 2 = The three-way interaction between CRM consultants, APP
3.70, p = 0.68) revealed that the industry distribution was not and UI has a significant negative effect (0.18, p < 0.05) on
significantly different between our sample and the Finnish CRM SQ. Therefore, H4 is supported. The interaction
population. Early respondents were classified as those who between CRM consultants and REQ, in turn, is weakened by
replied prior to any reminders, and late respondents were UI (0.15, p < 0.05), providing support for H5. Overall, the
classified as those who responded after a reminder stimulus. model explains 41% of the variance in CRM SQ. Finally,
An independent sample t-test was carried out to compare the results confirm H6 that SQ also influences firm
differences in the DV means between early and late performance directly (0.17, p < 0.05), explaining 3.2% of its
informants (Armstrong and Overton, 1977). In two-tailed variance when firm size, time since system rollout and industry
tests with sufficiently high power (>0.8), the early and late are controlled for.
groups did not differ significantly (SQ, t = 0.74, p = 0.54)
Results concerning unhypothesized paths and control variables
from each other. In sum, the analyses provide support that
Finally, we also tested the direct effects of all moderator
the sample adequately represented enterprises using CRM
variables on SQ but did not report the specific paths in the
software in Finland by industry. In addition, no differences
results figure for clear reporting. Notwithstanding the found
were found among early and late responders.
direct effect of UI on CRM SQ (0.27, p < 0.01), the
unhypothesized paths and control variables had no significant
Results effects on CRM SQ and firm performance. This indicates that
The validation of the measurement model included reliability UI represents a “quasi-moderator,” whereas other moderators
and validity analyses for reflective measures. After are “pure moderators,” using the typology of specification
measurement model validation, we estimated the structural variables by Sharma et al. (1981).

23
 CRM system implementation Journal of Business & Industrial Marketing
Samppa Suoniemi et al. Volume 37 · Number 13 · 2022 · 19–32

Table 1 Research hypotheses and results

H Path Hypothesis Supported?
H1 CR ! SQ CRM consultant resources (CR) will Yes
have a positive effect on CRM system
quality (SQ)
H2 CR APP ! SQ Application complexity (APP) will have Significant but not supported
a negative interaction with CRM
consultant resources (CR) in predicting
CRM system quality (SQ) (i.e. the
interaction will have a negative sign)
H3 CR REQ ! SQ Requirements uncertainty (REQ) will Yes
have a negative interaction with CRM
consultant resources (CR) in predicting
CRM system quality (SQ) (i.e. the
interaction will have a negative sign)
H4 CR APP UI ! SQ As user involvement (UI) increases, the Yes
negative interaction between CRM
consultant resources (CR) and
application complexity (APP) in
predicting CRM system quality (SQ)
will strengthen (i.e., the overall
interaction will have a negative sign)
H5 CR REQ UI ! SQ As user involvement (UI) increases, the Yes
negative interaction between CRM
consultant resources (CR) and
requirements uncertainty (REQ) in
predicting CRM system quality (SQ)
will weaken (i.e., the overall
interaction will have a positive sign)
H6 SQ ! FP CRM system quality (SQ) will have a Yes
positive effect on firm performance
(FP)

Figure 2 Overview of the results

Application Requirements
Complexity Uncertainty
User
Involvement
0.28** -0.21*
-0.18* 0.15*

CRM Consultant CRM System Firm

Resources 0.34** Quality 0.17* Performance

R² = 0.405 R² = 0.032
Notes: **p < 0.01; *p < 0.05

Probing of the two-way and three-way interactions 2013). The bootstrapping results indicate that APP has an
We tested the moderation hypotheses, H2–H5, using the unexpected positive moderating effect (0.28, p < 0.01), and
bootstrapping method (Edwards and Lambert, 2007; Preacher REQ has a negative moderating effect (0.21, p < 0.05) on the
and Hayes, 2008). We carried out bootstrapping tests with relationship between CRM consultants and CRM SQ. Thus,
Preacher and Hayes’ SPSS macros for each possible mediation H2 was rejected, and H3 was supported. In addition, the
path (2008; see www.afhayes.com/spss-sas-and-mplus-macros- bootstrapping results reveal that the interaction between the
and-code.html) using 5,000 bootstrap resamples. Their macros two moderators (i.e. APP and REQ) is not significant (0.03,
also enabled us to control for covariates. ns), ruling out the possibility that the APP’s moderation of
As a first step, we carried out a test to examine the two-way CRM consultant resource’s effect on CRM SQ is dependent on
interactions CR APP and CR REQ simultaneously (Hayes, REQ, and vice versa (Hayes, 2013).

24
 CRM system implementation Journal of Business & Industrial Marketing
Samppa Suoniemi et al. Volume 37 · Number 13 · 2022 · 19–32

As the second step, we tested the hypothesized three-way Figure 3 Interaction effects of application complexity and user
interactions CR APP UI and CR REQ UI with the same involvement/requirements uncertainty and user involvement on the
bootstrapping method. To test them simultaneously, we relationship between CRM consultant resources and CRM system
calculated the three-way interaction terms manually by quality
multiplying the simple interaction term values for CR APP and
CR REQ (from the previous test) with UI values. The results
indicate that CR APP UI has a negative interaction with CRM
consultants on CRM SQ (0.18, p < 0.05). Thus, H4 is
supported. The three-way interaction CR REQ UI, in turn, is
positively associated with CRM SQ (0.15, p < 0.05), providing
support for H5. In addition, CR APP and CR REQ do not
interact significantly with each other, confirming that the
significant three-way interactions on CRM SQ are not
contaminated by noise. In sum, when the moderating effects of
UI on APP and REQ are controlled for, the simple interactions
CR APP (0.28, p < 0.01) and CR REQ (0.21, p < 0.05)
remain significant but are reversed in sign (CR APP UI = 0.18,
p < 0.05 and CR REQ UI = 0.15, p < 0.05), respectively.
As the final step to facilitate the interpretation of our
moderation analyses, a method developed by Preacher et al.
(2004; see www.quantpsy.org/interact/mlr3.htm) was adopted
to create graphical representations of the three-way interactions
of interest. The simple moderating effects of APP and REQ on
the relationship between CRM consultants and CRM SQ,
and the three-way moderating effects under low (one standard
deviation below mean value) vs high UI (one standard
deviation above mean value) conditions in CRM projects, were
examined.
In relation to H2 and H4, the analysis suggests that the
simple interaction CR APP and the three-way interaction
CR APP UI in low UI conditions yield relatively similar effects
on CRM SQ (Figure 3). In CRM projects with low APP and
low UI, CRM consultants are a non-factor in delivering CRM
SQ. Conversely, when APP is high and UI is low, CRM CR
become the key driver of CRM SQ. In high UI conditions, the
effectiveness of CRM consultants becomes less contingent on
APP. In addition, the relationship between CRM consultants
and CRM SQ is always more important (i.e. higher CRM SQ)
when UI is high.
With regard to H3 and H5, Figure 3 illustrates that the
simple interaction CR REQ and the three-way interaction
CR REQ UI in low UI conditions have very similar effects on
CRM SQ. When REQ is low and UI is low, CRM consultants
are a strong predictor of CRM SQ. When REQ increases and
UI remains low, the effect of CRM consultants on CRM SQ
decreases.
In contrast, when CRM projects have high UI, the positive
effect of CRM consultants on CRM SQ is restored, regardless
of the level of REQ. Furthermore, the relationship between
CRM consultants and CRM SQ is always more important (i.e.
higher CRM SQ) when UI is high.
functions to realize respective value propositions (Chang et al.,
Discussion 2010; Ekman et al., 2015; Jayachandran et al., 2005). Building
For a long time, the relational paradigm has been a dominant on CRM system implementation research and on factor-based
perspective in business-to-business marketing in explaining IT innovation research and using the ideas of contingency
inter-organizational exchange (Payne and Frow, 2005; theory (Donaldson, 2001) and the resource-based view
Reinartz et al., 2004). CRM systems provide a means to (Wernerfelt, 1984), this study makes a novel contribution to
manage customer–supplier relationships to articulate and store CRM research by offering valuable empirical insights into
customer needs and integrate them with intra-organizational hiring external CRM CR to implement CRM systems for firm

25
 CRM system implementation Journal of Business & Industrial Marketing
Samppa Suoniemi et al. Volume 37 · Number 13 · 2022 · 19–32

performance gains. Our findings reveal that CRM consultants In relation to H3 and H5, complex interactions between
influence firm performance through their effect on SQ and, CRM consultants, REQ and UI were also uncovered. When
more importantly, that the relationship between CRM CR and the effect of UI is not accounted for, REQ has a negative
SQ is contingent on the interplay between end-UI and IT risk moderating effect on the relationship between CRM CR and
factors. CRM SQ. This finding suggests that, when examined as a
stand-alone IT innovation factor, external consultants are only
Implications for theory effective in CRM projects characterized by low REQ, raising
The findings suggest that CRM CR play a critical role in concerns about consultants’ ability to deal with user
achieving financial returns from CRM systems. The reliability, requirements risks. Stated differently, it appears that CRM
response time, functionality and fit of the CRM system with the consultants are ill-equipped to deal with high REQ when there
client firm’s end users and business processes (i.e. SQ) is a is little or no UI. This finding may explain prior criticisms
direct result of the work carried out by CRM consultants. voiced by academics and practitioners about CRM consultants’
When high CRM SQ is delivered to the client firm, the findings lack of knowledge regarding client firms’ end users and
show a 3% improvement in firm performance, which in the business processes (Fjermestad and Romano, 2003; Symonds,
grand scheme of things is a sizable impact (Hendricks et al., 2004).
2007; Hitt et al., 2002). This result offers new insights into the Nonetheless, the three-way interaction between CRM
debate about whether CRM technology investment enhances consultants, REQ and UI in predicting CRM SQ is positive.
firm outcomes; that is, if the benefits of CRM tools outweigh Thus, when UI is high, the severe negative effect that REQ has
the costs and risks (Jayachandran et al., 2005; Mithas et al., on CRM consultants’ effectiveness is largely remedied. The
2005; Reinartz et al., 2004). findings therefore underscore UI as the critical mechanism that
Although numerous prior studies have examined the direct enables CRM consultants to deliver superior CRM SQ despite
and mediating impacts of IT factors and risks on system high REQ.
implementation outcomes (Barki et al., 1993, 2001; Gemino In sum, the study findings show that CRM CR depend on UI
et al., 2008; Karimi et al., 2007a; Wallace et al., 2004), they to overcome CRM’s common pitfalls caused by REQ, in
have ignored the interactions that can occur between such particular. Perhaps for this reason, past CRM failures have
elements. The results of our research reveal that the often been caused by an over-emphasis on CRM as a
effectiveness of CRM consultants is highly contingent on the technological solution (Coltman, 2007; Payne and Frow, 2005;
technological and organizational complexity of the CRM Zablah et al., 2004a). However, although UI is a necessary
system and on the extent of UI in the implementation effort.
condition for achieving CRM project success, it may also act as
More specifically, our study findings indicate that APP has
a double-edged sword in technological and organizational
an unexpected positive moderating effect on the relationship
implementation. Although the benefits of UI are most evident
between CRM consultants and CRM SQ. Our a priori
in supporting CRM consultants’ work in the critical
prediction (H2) was that the more complex the application, the
requirements analysis task, users may simultaneously add
more difficult it would become for CRM consultants to deliver
complexity to consultants’ CRM software customization and
high CRM SQ. The results, however, suggest that CRM
integration efforts. Hence, the key challenge for CRM
consultants have a bigger impact on SQ as APP increases. One
consultants is how CRM end-user input and feedback can be
possible explanation for this finding is that CRM-specific
solicited without this information becoming unwieldy to
technological expertise is the core competence of certified
CRM consultants, enabling them to handle technology-related manage, overly complicating the CRM system implementation
problems particularly well. process.
As formally hypothesized in H4, we anticipated that when UI
increases, the interaction between CRM consultants and APP Implications for practice
would decimate CRM SQ. Consistent with this expectation, CRM technology represents a strategic investment for firms.
the analyses revealed that UI has a negative impact on the This study has important managerial implications for
interaction between CRM consultants and APP and entirely firms investing in CRM technology because such investments
reverses the positive two-way interaction of CR APP in continue to suffer from high failure rates due, at least in part, to
predicting CRM SQ. That is, in CRM projects with high UI, CRM consultants’ inability to deliver the promised benefits.
CRM consultants are less effective in overcoming the Our model shows how and when CRM CR drive CRM
technological complexity issues that undermine SQ. These technology success with the support of UI. Consequently, we
results confirm that too much UI interferes with CRM are able to provide normative guidance to practitioners.
consultants’ technological integration work. More specifically, Gaining financial returns from CRM technology investments
CRM consultants are naturally inclined to deal with always necessitates deep cross-functional integration with other
technical CRM issues, and the over-involvement of user groups enterprise systems and an organizational fit with end users’
to inform the customization and integration of CRM software diverse requirements. Practitioners should thus be aware that
can become counterproductive. It is worth noting, however, CRM initiatives are particularly vulnerable to such
that the detrimental effect of UI on CRM consultants’ ability to technological and organizational risks. Hence, we advise
resolve APP is not always detrimental because CRM projects managers to pay special attention to the selection process of
with high UI generally lead to higher CRM SQ (Figure 3; when outside CRM consultants. They should not only possess
UI is high, CRM SQ is systematically higher than in conditions technological expertise but also demonstrate a willingness to
of low UI). understand the firm’s people and customer processes.

26
 CRM system implementation Journal of Business & Industrial Marketing
Samppa Suoniemi et al. Volume 37 · Number 13 · 2022 · 19–32

To facilitate the work of outside consultants, we stress that 4 To what extent does CRM consultants’ prior experience
firms should spare no effort to gain the commitment of end with the client firm lead to better technological and
users across different functions affected by the CRM project. In organizational implementation?
fact, our findings underscore that without UI, it is almost 5 To what extent does technology stacking – i.e. purchasing
impossible for CRM consultants to implement high-quality databases, middleware and applications from the same
CRM systems under conditions of REQ. When user REQ is the vendor – enhance CRM consultant performance?
main implementation risk, we stress that a high level of UI is
First, future research should further examine how the
needed to help consultants realize their objectives. characteristics of external consultants may impact valued CRM
However, the need for UI should be assessed carefully. For
outcomes. Should consultants be chosen based on individual
instance, our findings suggest that in the case of more complex
traits, CRM technology expertise, business (process)
systems, increased UI in the absence of CRM CR leads to lower
knowledge or social skills? Technologically, complex CRM
SQ than in situations where UI is limited and CRM CR are
projects call for different consultant criteria than CRM risks
plentiful. Hence, we recommend that management evaluate
related to target user diversity. For example, future studies
the CRM implementation project in terms of APP and REQ to
might focus on the unexplored area of CRM consultants’ social
manage the extent of UI needed to support CRM consultants skills needed to carry out complex requirements analysis and
during the project. To illustrate, client firms that need a system modification.
technologically complex CRM installation but have a well- Second, future work could explore the dynamics of
defined set of user requirement criteria may be better off with information exchange between CRM consultants and end-UI.
limited end-user participation. In such projects, the main focus For instance, this study underscores the need to better
of managers should be to make sure different user groups do understand how CRM consultants could benefit from user
not distract CRM consultants from system integration work. input and feedback in requirements analysis in a way that
would not simultaneously undermine their technological
Study limitations integration efforts.
This study has some limitations. First, although the data were Third, client firm managers negotiating a fixed-price
collected from two independent sources, they are cross- contract are likely to have less power over choosing consultants
sectional. Thus, causal relationships between constructs cannot than in time- and material-based CRM agreements. So, do
be fully established. Future studies in longitudinal research CRM consultants perform better in time- and material-based
settings would provide additional evidence to confirm the contracts than in fixed-term contracts? Which contract type is
findings of this research. Second, subjective and retrospective more appropriate when CRM project risks are low or high?
past-event reporting by IT management informants may Future research could investigate whether the disadvantage
have influenced the study results. To address these concerns, over consultant selection in fixed-price agreements is more
rigorous respondent screening controls were adopted to control pronounced when user requirements are elaborate, for
for such biases. However, we cannot completely rule out the instance. Furthermore, the willingness of CRM consultants to
possibility that the results may be affected by past recollection. engage in time-consuming exchanges with end users might be
Third, this study investigates CRM technology implementation influenced by their compensation scheme, thus highlighting the
from the client firm perspective. Additional data from the need for additional studies. As such, choosing the right contract
supplier side, including CRM software vendors and consultant type may become an important decision, depending on the
firms, may have provided additional insights with regard to characteristics of a given CRM project.
what happens in large-scale CRM projects led by external Fourth, prior research has found that using the same
consultants. software vendor or consulting service provider may improve IT
project performance because of relational and technical
Implications for future research familiarity (Ethiraj et al., 2005; Ramachandran and Gopal,
This study suggests new research directions for improving our 2010). Do CRM consultants’ prior experiences with the client
understanding of the complex socio-technical mechanisms that firm – in past implementations of CRM or other enterprise
influence CRM project success (Maklan et al., 2015; Wallace systems – lead to better technological or organizational
et al., 2004). In particular, our findings point to at least implementation, or both? On the one hand, knowledge
five additional research questions that may serve to guide future regarding the client firm’s IT architecture, business processes
inquiry in the CRM domain: and end users could facilitate the work of CRM consultants.
1 What criteria should be used in the selection process of On the other hand, prior tensions or conflicts could also inhibit
CRM consultants for implementation projects that may effective cooperation between consultants and user groups.
vary in terms of APP, REQ or both? Finally, future research should address the extent to which
2 How should the cooperation between CRM consultants purchasing the entire technology stack – including CRM, other
and users be organized to help counteract various project enterprise systems, databases and middleware – influences the
risks without adding complexity to the implementation ability of CRM CR to deliver superior systems. The IT vendor
process? industry puts a great deal of effort into increasing customer
3 To what extent does CRM contract type – i.e. time- and switching costs, and an increasing proportion of its revenue is
material-based vs fixed-term billing agreements – play a generated by consulting services. It would be important to
role in CRM consultant effectiveness? study if improved CRM consultant performance results from

27
 CRM system implementation Journal of Business & Industrial Marketing
Samppa Suoniemi et al. Volume 37 · Number 13 · 2022 · 19–32

the IT industry’s promise of easy-to-integrate and modifiable Chen, R.R., Ou, C.X., Wang, W., Peng, Z. and Davison, R.M.
applications. (2020), “Moving beyond the direct impact of using CRM
systems on frontline employees’ service performance: the
mediating role of adaptive behavior”, Information Systems
References Journal, Vol. 30 No. 3, pp. 458-491, available at: https://doi.
Anderson, J.C. and Gerbing, D.W. (1988), “Structural org/10.1111/isj.12265
equation modeling in practice: a review and recommended Coltman, T. (2007), “Why build a customer relationship
two-step approach”, Psychological Bulletin, Vol. 103 No. 3, management capability?”, The Journal of Strategic Information
pp. 411-423, available at: https://doi.org/10.1037/0033- Systems, Vol. 16 No. 3, pp. 301-320, available at: https://doi.
2909.103.3.411 org/10.1016/j.jsis.2007.05.001
Aral, S. and Weill, P. (2007), “IT assets, organizational Cooper, R.B. and Zmud, R.W. (1990), “Information
capabilities, and firm performance: how resource allocations technology implementation research: a technological
and organizational differences explain performance diffusion approach”, Management Science, Vol. 36 No. 2,
variation”, Organization Science, Vol. 18 No. 5, pp. 763-780, pp. 123-139, available at: https://doi.org/10.1287/
available at: https://doi.org/10.1287/orsc.1070.0306 mnsc.36.2.123
Armstrong, J.S. and Overton, T.S. (1977), “Estimating CSO Insight (2018), Sales Operations Optimization Study,
nonresponse bias in mail surveys”, Journal of Marketing Miller Heiman Group, available at: www.csoinsights.com/
Research, Vol. 14 No. 3, pp. 396-402, available at: https://doi. 2018-sales-operations-optimization-study/ (accessed 27 July
org/10.1177/002224377701400320 2020).
Barki, H. and Hartwick, J. (1989), “Rethinking the concept of Donaldson, L. (2001), The Contingency Theory of Organizations,
user involvement”, MIS Quarterly, Vol. 13 No. 1, pp. 53-63, Sage. London.
available at: https://doi.org/10.2307/248700 Edwards, J.R. and Lambert, L.S. (2007), “Methods for
Barki, H., Rivard, S. and Talbot, J. (1993), “Toward an integrating moderation and mediation: a general analytical
assessment of software development risk”, Journal of framework using moderated path analysis”, Psychological
Management Information Systems, Vol. 10 No. 2, Methods, Vol. 12 No. 1, pp. 1-22, available at: https://doi.org/
pp. 203-225, available at: https://doi.org/10.1080/ 10.1037/1082-989X.12.1.1
07421222.1993.11518006 Ekman, P., Erixon, C. and Thilenius, P. (2015), “Information
Barki, H., Rivard, S. and Talbot, J. (2001), “An integrative technology utilization for industrial marketing activities: the
contingency model of software project risk management”, IT–marketing gap”, Journal of Business & Industrial
Journal of Management Information Systems, Vol. 17 No. 4, Marketing, Vol. 30 No. 8, pp. 926-938, available at: https://
pp. 37-69, available at: https://doi.org/10.1080/ doi.org/10.1108/JBIM-01-2014-0014
07421222.2001.11045666 Ethiraj, S.E., Kale, P., Krishnan, M.S. and Singh, J.V. (2005),
Becker, J.U., Greve, G. and Albers, S. (2009), “The impact of “Where do capabilities come from and how do they matter?
technological and organizational implementation of CRM on A study in the software services industry”, Strategic
customer acquisition, maintenance, and retention”, Management Journal, Vol. 26 No. 1, pp. 25-46, available at:
International Journal of Research in Marketing, Vol. 26 No. 3, https://doi.org/10.1002/smj.433
pp. 207-215, available at: https://doi.org/10.1016/j. Fichman, R.G. (2004), “Going beyond the dominant
ijresmar.2009.03.006 paradigm for information technology innovation research:
Boynton, A.C., Zmud, R.W. and Jacobs, G.C. (1994), “The emerging concepts and methods”, Journal of the Association
influence of IT management practice on IT use in large for Information Systems, Vol. 5 No. 8, pp. 314-355, available
organizations”, MIS Quarterly, Vol. 18 No. 3, pp. 299-318, at: https://doi.org/10.17705/1jais.00054
available at: https://doi.org/10.2307/249620 Fjermestad, J. and Romano, N.C. (2003), “Electronic
Campbell, D.T. and Fiske, D.W. (1959), “Convergent and customer relationship management. Revisiting the general
discriminant validation by the multitrait-multimethod principles of usability and resistance: an integrative
matrix”, Psychological Bulletin, Vol. 56 No. 2, pp. 81-105, implementation framework”, Business Process Management
available at: https://doi.org/10.1037/h0046016 Journal, Vol. 9 No. 5, pp. 572-591, available at: https://doi.
Cao, G. and Tian, N. (2020), “Enhancing customer-linking org/10.1108/14637150310496695
marketing capabilities using marketing analytics”, Journal of Fornell, C. and Larcker, D.F. (1981), “Evaluating structural
Business & Industrial Marketing, Vol. 35 No. 7, equation models with unobservable variables and
pp. 1289-1299. measurement error”, Journal of Marketing Research, Vol. 18
Chang, W., Park, J.E. and Chaiy, S. (2010), “How does CRM No. 1, pp. 39-50, available at: https://doi.org/10.1177/
technology transform into organizational performance? A 002224378101800104
mediating role of marketing capability”, Journal of Business Franz, C.R. and Robey, D. (1986), “Organizational context,
Research, Vol. 63 No. 8, pp. 849-855, available at: https://doi. user involvement, and the usefulness of information
org/10.1016/j.jbusres.2009.07.003 systems”, Decision Sciences, Vol. 17 No. 3, pp. 329-356,
Chen, I.J. and Popovich, K. (2003), “Understanding customer available at: https://doi.org/10.1111/j.1540-5915.1986.
relationship management: people, process and technology”, tb00230.x
Business Process Management Journal, Vol. 9 No. 5, Gemino, A., Reich, B.H. and Sauer, C. (2008), “A temporal
pp. 672-688, available at: https://doi.org/10.1108/ model of information technology project performance”,
14637150310496758 Journal of Management Information Systems, Vol. 24 No. 3,

28
 CRM system implementation Journal of Business & Industrial Marketing
Samppa Suoniemi et al. Volume 37 · Number 13 · 2022 · 19–32

pp. 9-44, available at: https://doi.org/10.2753/MIS0742- Loch, K.D., Straub, D.W. and Kamel, S. (2003), “Diffusing
1222240301 the internet in the Arab world: the role of social norms and
Ghazaleh, M.A. and Abdelrahim, M.Z. (2020), “Promoting a technological culturation”, IEEE Transactions on Engineering
revamped CRM through internet of things and big data: an Management, Vol. 50 No. 1, pp. 45-63, available at: https://
AHP-based evaluation”, International Journal of doi.org/10.1109/TEM.2002.808257
Organizational Analysis, Vol. 28 No. 1, pp. 66-91, available McFarlan, W.F. (1981), “Portfolio approach to information
at: https://doi.org/10.1108/IJOA-12-2018-1602 systems”, Harvard Business Review, Vol. 59 No. 5,
Hair, J.F., Hult, G.T.M., Ringle, C. and Sarstedt, M. (2013), pp. 142-150.
A Primer on Partial Least Squares Structural Equation Modeling Maklan, S., Peppard, J. and Klaus, P. (2015), “Show me the
(PLS-SEM). Los Angeles: Sage. money: improving our understanding of how
Hayes, A.F. (2013), Introduction to mediation, moderation, and organizations generate return from technology-led
conditional process analysis: Guildford Press. New York, NY. marketing change”, European Journal of Marketing, Vol. 49
Hendricks, K.B., Singhal, V.R. and Stratman, J.K. (2007), Nos 3/4, pp. 561-595.
“The impact of enterprise systems on corporate Matthyssens, P. and Johnston, W.J. (2006), “Marketing and
performance: a study of ERP, SCM, and CRM system sales: optimization of a neglected relationship”, Journal of
implementations”, Journal of Operations Management, Business & Industrial Marketing, Vol. 21 No. 6, pp. 338-345,
Vol. 25 No. 1, pp. 65-82, available at: https://doi.org/ available at: https://doi.org/10.1108/08858620610690100
10.1016/j.jom.2006.02.002 Migdadi, M.M. (2021), “Knowledge management, customer
Hitt, L., Wu, D.J. and Zhou, X. (2002), “Investment in relationship management and innovation capabilities”,
enterprise resource planning: business impact and Journal of Business & Industrial Marketing, Vol. 36 No. 1,
productivity measures”, Journal of Management Information pp. 111-124, available at: https://doi.org/10.1108/JBIM-12-
Systems, Vol. 19 No. 1, pp. 71-98, available at: https://doi. 2019-0504
org/10.1080/07421222.2002.11045716 Mithas, S., Krishnan, M.S. and Fornell, C. (2005), “Why do
Hunter, G.K. and Perreault, W.D. (2007), “Making sales customer relationship management applications affect
technology effective”, Journal of Marketing, Vol. 71 No. 1,
customer satisfaction?”, Journal of Marketing, Vol. 69 No. 4,
pp. 16-34, available at: https://doi.org/10.1509/
pp. 201-209, available at: https://doi.org/10.1509/
jmkg.71.1.016
jmkg.2005.69.4.201
Jayachandran, S., Sharma, S., Kaufman, P. and Raman, P.
Moore, J.N., Raymond, M.A. and Hopkins, C.D. (2015),
(2005), “The role of relational information processes and
“Social selling: a comparison of social media usage across
technology use in customer relationship management”,
process stage, markets, and sales job functions”, Journal of
Journal of Marketing, Vol. 69 No. 4, pp. 177-192, available
Marketing Theory and Practice, Vol. 23 No. 1, pp. 1-20,
at: https://doi.org/10.1509/jmkg.2005.69.4.177
available at: https://doi.org/10.1080/10696679.2015.980163
Jones, E., Sundaram, S. and Chin, W. (2002), “Factors leading
Morgan, N.A., Vorhies, D.W. and Mason, C.H. (2009),
to sales force automation use: a longitudinal analysis”,
“Market orientation, marketing capabilities, and firm
Journal of Personal Selling and Sales Management, Vol. 22
performance”, Strategic Management Journal, Vol. 30 No. 8,
No. 3, pp. 145-156, available at: https://doi.org/10.1080/
08853134.2002.10754303 pp. 909-920, available at: https://doi.org/10.1002/smj.764
Karimi, J., Somers, T.M. and Bhattacherjee, A. (2007a), “The Nidumolu, S. (1995), “The effect of coordination and
impact of ERP implementation on business process uncertainty on software project performance: residual
outcomes: a factor-based study”, Journal of Management performance risk as an intervening variable”, Information
Information Systems, Vol. 24 No. 1, pp. 101-134, available at: Systems Research, Vol. 6 No. 3, pp. 191-219, available at:
https://doi.org/10.2753/MIS0742-1222240103 https://doi.org/10.1287/isre.6.3.191
Karimi, J., Somers, T.M. and Bhattacherjee, A. (2007b), “The Payne, A. and Frow, P. (2005), “A strategic framework for
role of information systems resources in ERP capability customer relationship management”, Journal of Marketing,
building and business process outcomes”, Journal of Vol. 69 No. 4, pp. 167-176, available at: https://doi.org/
Management Information Systems, Vol. 24 No. 2, pp. 221-260, 10.1509/jmkg.2005.69.4.167
available at: https://doi.org/10.2753/MIS0742-1222240209 Preacher, K.J. and Hayes, A.F. (2008), “Asymptotic and
Klein, K.J. and Sorra, J.S. (1996), “The challenge of resampling strategies for assessing and comparing indirect
innovation implementation”, Academy of Management effects in multiple mediator models”, Behavior Research
Review, Vol. 21 No. 4, pp. 1055-1080, available at: https:// Methods, Vol. 40 No. 3, pp. 879-891, available at: https://doi.
doi.org/10.5465/amr.1996.9704071863 org/10.3758/BRM.40.3.879
Klein, K.J., Buhl Conn, A. and Sorra, J.S. (2001), Preacher, K.J., Curran, P.J. and Bauer, D.J. (2004), “Simple
“Implementing computerized technology: an organizational intercepts, simple slopes, and regions of significance in MLR
analysis”, Journal of Applied Psychology, Vol. 86 No. 5, 3-way interactions”, available at: www.quantpsy.org/
pp. 811-824, available at: https://doi.org/10.1037/0021- interact/mlr3.htm (accessed 25 January 2018).
9010.86.5.811 Ramachandran, V. and Gopal, A. (2010), “Managers’
Kumar, N., Stern, L.W. and Anderson, J.C. (1993), judgments of performance in IT services outsourcing”,
“Conducting interorganizational research using key Journal of Management Information Systems, Vol. 26 No. 4,
informants”, Academy of Management Journal, Vol. 36 No. 6, pp. 181-218, available at: https://doi.org/10.2753/MIS0742-
pp. 1633-1651, available at: https://doi.org/10.5465/256824 1222260407

29
 CRM system implementation Journal of Business & Industrial Marketing
Samppa Suoniemi et al. Volume 37 · Number 13 · 2022 · 19–32

Reimann, M., Schilke, O. and Thomas, J.S. (2010), Wallace, L., Keil, M. and Rai, A. (2004), “How software
“Customer relationship management and firm project risk affects project performance: an investigation of
performance: the mediating role of business strategy”, the dimensions of risk and an exploratory model”, Decision
Journal of the Academy of Marketing Science, Vol. 38 No. 3, Sciences, Vol. 35 No. 2, pp. 289-321, available at: https://doi.
pp. 326-346, available at: https://doi.org/10.1007/s11747- org/10.1111/j.00117315.2004.02059.x
009-0164-y Wernerfelt, B. (1984), “A resource-based view of the firm”,
Reinartz, W., Krafft, M. and Hoyer, W.D. (2004), “The Strategic Management Journal, Vol. 5 No. 2, pp. 171-180.
customer relationship management process: its Wilson, H., Daniel, E. and McDonald, M. (2002), “Factors for
measurement and impact on performance”, Journal of success in customer relationship management (CRM) systems”,
Marketing Research, Vol. 41 No. 3, pp. 293-305, available at: Journal of Marketing Management, Vol. 18 Nos 1/2, pp. 193-219,
https://doi.org/10.1509/jmkr.41.3.293.35991 available at: https://doi.org/10.1362/0267257022775918
Ringle, C.M., Wende, S. and Becker, J.-M. (2015), SmartPLS Zablah, A.R., Bellenger, D.N. and Johnston, W.J. (2004a),
3, SmartPLS, Bönningstedt, available at: www.smartpls.de “Customer relationship management implementation gaps”,
(accessed 7 March 2016). Journal of Personal Selling & Sales Management, Vol. 24
Sharma, S., Durand, R.M. and Gur-Arie, O. (1981), No. 4, pp. 279-295, available at: https://doi.org/10.1080/
“Identification and analysis of moderator variables”, Journal 08853134.2004.10749038
of Marketing Research, Vol. 18 No. 3, pp. 291-300. Zablah, A.R., Bellenger, D.N. and Johnston, W.J. (2004b),
Speier, C. and Venkatesh, V. (2002), “The hidden minefields “An evaluation of divergent perspectives on customer
in the adoption of sales force automation technologies”, relationship management: towards a common understanding
Journal of Marketing, Vol. 66 No. 3, pp. 98-111, available at: of an emerging phenomenon”, Industrial Marketing
https://doi.org/10.1509/jmkg.66.3.98.18510 Management, Vol. 33 No. 6, pp. 475-489, available at:
Symonds, M. (2004), Softwar, Simon & Schuster, New York, https://doi.org/10.1016/j.indmarman.2004.01.006
NY. Zmud, R.W. (1980), “Management of large software
Tanriverdi, H. and Venkatraman, N. (2005), “Knowledge development efforts”, MIS Quarterly, Vol. 4 No. 2,
relatedness and the performance of multibusiness pp. 45-55, available at: https://doi.org/10.2307/249336
firms”, Strategic Management Journal, Vol. 26 No. 2,
pp. 97-119, available at: https://doi.org/10.1002/
smj.435 Further reading
Venkatraman, N. and Ramanujam, V. (1986), “Measurement
of business performance in strategy research: a comparison Reinking, J. (2012), “Contingency theory in information
of approaches”, Academy of Management Review, Vol. 11 systems research”, in Dwivedi Y., Wade M., Schneberger S.
No. 4, pp. 801-814, available at: https://doi.org/10.5465/ (Eds), Information Systems Theory: Integrated Series in
amr.1986.4283976 Information Systems, Vol. 28, Springer, New York, NY.

30
 CRM system implementation Journal of Business & Industrial Marketing
Samppa Suoniemi et al. Volume 37 · Number 13 · 2022 · 19–32

Appendix 1

Table A1 Measures and item reliability

Construct Type Items Loading Source/reference


CRM consultant resources (CR) Reflective Experienced consultants guided us 0.90 Consultant resources
throughout the course of the 0.87 (Karimi et al., 2007a)
project. 0.93
External consultants were
experienced in our business
processes.
External consultants brought
considerable expertise and
experience to our project
User involvement (UI) Reflective The user community was involved 0.85 User involvement
throughout the (CRM) 0.92 (Karimi et al., 2007a)
implementation project. 0.89
Business users participated in
determining systems needs and
capabilities.
Business users participated in
identifying input/output needs
Application complexity (APP) Reflective The CRM application was required 0.89 Technical complexity
to integrate with other 0.94 (Gemino et al., 2008)
applications.
The CRM technology was required
to interface with other types of
technology
Requirements uncertainty (REQ) Reflective A lot of effort had to be spent in 0.70 Requirements uncertainty
reconciling the requirements of 0.96 (Gemino et al., 2008)
various users.
Users differed a great deal among
themselves in the requirements to
be met
CRM system quality (SQ) Reflective The application developed is 0.83 Product performance
reliable. 0.79 (Wallace et al., 2004)
The application is easy to maintain. 0.80
The users perceive that the system 0.74
meets intended functional 0.90
requirements.
The system meets user
expectations with respect to
response time.
The overall quality of the
developed application is high
Firm performance (FP) Average three-year ROA Average three-year return-on- NA
assets (ROA)
Control variables
Relative project size (SIZ) Single-item measure How does the size of this project NA Project size
compare with others undertaken (Gemino et al., 2008)
by the client organization over the
past three years?
Firm size (REV) Single-item measure What is the annual revenue of your NA
business unit (SBU) in the previous
year?
Time since system rollout Single-item measure Number of months system used NA Time since system rollout
since rollout? (Karimi et al., 2007a)
Industry Categorical measure What is your business unit’s (SBU) NA
industry sector?

31
 CRM system implementation Journal of Business & Industrial Marketing
Samppa Suoniemi et al. Volume 37 · Number 13 · 2022 · 19–32

Appendix 2

Table A2 Convergent and discriminant validity of reflective measures

Measure Items Mean SE SD CR AVE
CR 3 4.26 0.106 1.35 0.93 0.81 0.90
UI 3 4.79 0.111 1.35 0.92 0.79 0.32 0.89
APP 2 4.96 0.126 1.58 0.91 0.83 0.06 0.15 0.91
REQ 2 4.11 0.114 1.33 0.84 0.73 0.05 0.23 0.27 0.85
SQ 5 4.84 0.098 1.05 0.91 0.66 0.46 0.34 0.16 0.19 0.81
Notes: AVE in italic; CR = CRM consultant resources, UI = user involvement, APP = application complexity, REQ = requirements uncertainty, SQ = CRM
system quality

Corresponding author
Harri Terho can be contacted at: harri.terho@utu.fi

For instructions on how to order reprints of this article, please visit our website:
www.emeraldgrouppublishing.com/licensing/reprints.htm
Or contact us for further details: [email protected]

32
Reproduced with permission of copyright owner. Further reproduction
prohibited without permission.